bus transformation project · • 14 wmata leadership team meetings* • 285 social media posting...

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BUS TRANSFORMATION PROJECTCommuter Connections

March 17, 2020

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Overview

1. The Need to Transform the Bus

2. Bus Transformation Strategy

3. Action Plan

4. Next Steps

BusTransformationProject.com

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Congestion, affordability, and mobility are major problems in the DC region that will only continue to grow

Bus’s Value PropositionBus is a major part of the region’s transportation system, carrying 600,000 daily trips• Much of our region’s population depends on bus

as their only way to travel• Rapid, effective bus service is fundamental to our

region’s prosperity• Most cost-effective and efficient way to move the

most people quickly, safety, and rapidly

• Meeting customer needs• Keeping up with changing technology• Coordinating across the region• Maintaining a sustainable cost structure• Deciding how service is paid for


Core challenges

Collaborative transformation: a broad and deep process

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Quality bus service is a shared responsibility: • Bus service providers• Departments of transportation who

own, operate, and enforce streets and curbs

• Funding partners

Working together is critical to ensuring the bus system meets customer needs

More than a year of public and stakeholder input, including:

• 140 participants in September 2018 Kickoff Summit

• 8,800+ public survey responses• 13 Metrobus operator listening sessions• 4 Focus Groups• 23 Executive Steering Committee

meetings*• 16 Technical Team meetings*• 8 Strategy Advisory Panel meetings*• 45 External project briefings• 3 Public Open House events• 33 Pop-up events• 14 WMATA Leadership Team meetings*• 285 Social media posting• 312,000 people reached via social

media

BusTransformationProject.com*All project committee members can be found on the lasts page of the Strategy Summary and the Action Plan Summary, available on the project website.

https://bustransformationproject.com/wp-content/uploads/2019/09/Exec_Summary_Bus_Transformation_Project_Complete_Strategy_2019-09-05.pdf?x59850

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1 Frequent and Convenient Bus Service

Provide frequent and convenient bus service that connects communities and promotes housing affordability, regional equity, and economic growth

2 Bus Priority on Roadways Give buses priority on roadways to move people quickly and reliably

3 Customer Experience Create an excellent customer experience to retain and increase ridership

4 Task Force to Implement the Strategy

Empower a publicly appointed Task Force to transform bus and lead the implementation of a truly integrated regional system


Strategy RecommendationsThe strategy to achieve the vision and goals is built around four recommendations

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Establish regional standards across bus systemsto provide consistent bus service, tailored bylocation and time of day

Collect and share standardized bus operationsand performance data across agencies to improve transparency and better plan bus service

Collaboratively restructure the region’s bus network to create the most efficient and customer-focused bus system*

Cooperatively assess Metrobus’ current service definitions and funding allocation formula using the Metro Board’s Authority

Leverage existing efforts by transit providers to operate flexible on-demand services to supplement the fixed route network where and when warranted

• Increased responsiveness to customer demand for service

• Increased access to transit (frequency, schedule, span)

• Convenient service that is direct and coordinated among providers

• Increased bus ridership• More efficient use of resources

These recommendations will result in:

Elements of convenient bus service

A

B

C

D

* Through a Mass Transit Plan asrequired by the WMATA Compact E

Provide frequent and convenient bus service that connects communities and promotes housing affordability, regional equity, and economic growth

11Recommendation


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Obtain commitments from state and local agencies (including roadway owners) to adopt consistent guidelines, bolster jurisdictional capital spending, and expedite coordinated implementation of bus priority

Implement enforcement policies that establish bus priority and result in reliable and fast service

Establish a capital program at Metro that supports accelerated implementation of bus priority projectsincluding BRT

Support regional congestion mitigation efforts that bolsterbus priority and move more people more efficiently

F

H

I

• Reduced journey time for bus riders• Increased on-time performance• Increased ridership • Increased frequency and decreased bus operating costs• Improved corridor traffic conditions for all vehicles• Improved regional productivity and competitiveness


Give buses priority on roadways to move people quickly and reliably2

2Recommendation


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Equip riders with high-quality, accurate, and easily accessible information to plan a tripEnsure that accurate, real-time service information for all providers is available in one place

Make bus service easy to understand with legible maps and customer-friendly route names across providers

Expand marketing efforts to enhance visibility of bus options and benefits

Make paying bus fares easierProvide free transfers between bus and rail

Provide reduced fare options for low-income riders

Create a mobile solution to plan and pay for trips in one place

Develop new regional passes that work across all providers, and make bus fares clear and understandable

Incentivize more employers to offer transit benefits

• Increased customer satisfaction • More affordable transportation for residents that need it most• Increased transit ridership• Less congestion on our region’s roads• Reduced safety incident rates at bus stops and on buses • Reduced environmental impact of transportation


Create an excellent customer experience to retain and increase ridership3

3Recommendation


J

K

L

M

N

O

P

Q

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Make it safer and more pleasant to ride the busMake bus stops and shelters safe, comfortable, accessible, and technology-enabled

Advance technology and programs that improve the safety of everyone on board by partnering with riders, bus operators, and unions

Empower front-line staff to provide exceptional customer service

Ensure that all buses meet the highest standards of comfort and cleanliness

Pursue innovation and bus improvementAdvance new vehicle technologies to improve bus'environmental footprint and efficiency

Establish a Regional Mobility Innovation Lab to systematically share knowledge and accelerate improvements such as service provision, customer experience, and bus operator and passenger safety

• Increased customer satisfaction • More affordable transportation for residents that need it most• Increased transit ridership• Less congestion on our region’s roads• Reduced safety incident rates at bus stops and on buses • Reduced environmental impact of transportation


3 Create an excellent customer experience to retain and increase ridership

3Recommendation


S

T

U

V

R

W

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• The public will experience a unified bus system that is customer-responsive

• Customer representation for strong customer accountability

• Integrated decision making and efficient use of public resources

• Better coordination of operations and facilities, services and guidelines


4Recommendation

X

Y

Z

Empower a publicly appointed Task Force to transform bus and lead the implementation of a truly integrated regional system4Convene a Task Force to oversee implementation of the Strategy and provide long-term leadership for the region’s bus system

Purpose is to provide:• Accountability• Visibility• High-Level Collaboration• Regional Solutions to Regional Problems

Facilitate an independently published annual progress report on Bus Transformation Strategy implementation and a busperformance scorecard to track the level of service delivered to customers

Develop a platform for rider feedback, administered by the Task Force, and an ongoing mechanism for incorporating feedback into regular revisions of the Strategy recommendations


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Examples of Activities Underway in the Region


Flexible service pilot in Montgomery County

BRT in Montgomery County and Northern Virginia

Joint storage/maintenance facilities between WMATA and Montgomery County

Electric buses in DC Circulator and RideOn Fleet

AV shuttle pilot in Fairfax County

Dedicated bus lanes in DC

Microtransit service in DC

Transit signal priority across the region

Exploring opportunities for joint storage/maintenance facilities and connected traffic signals in Prince George’s County

Progress to date on all Strategy recommendations by agencies in the region is provided at www.bustransformationproject.com

http://www.bustransformationproject.com/

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Plan Of Action

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Action Plan – Key Outcomes of Implementing the Bus Transformation Strategy

Customers will have…• …a more seamless experience using the region’s

transit system• …bus service that better matches their needs and

demands• …faster and more reliable trips• …less expensive trips, especially low-income

passengers• …accurate, easy-to-use, accessible information

that makes it easy to use the region’s transit system

• …safer and more comfortable experience when riding and waiting for the bus

• …a voice in shaping the Bus Transformation Strategy as it evolves

The region’s transit system will see…

• …increased ridership• …higher operating cost efficiency• …improved customer satisfaction• …less congestion on the region’s roads• …reduced environmental impact of transportation• …better coordination in regional decision making

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Next Steps to Transform the Bus

• Present Strategy and seek endorsements from local and regional councils/boards on Strategy

• Empower Metro, bus providers, jurisdictions to: Lead on actions within their control Partner to implement regional actions

• Recognize current financial realities, while showing progress of a bus system that is a fast, frequent, reliable, affordable system that feels unified

The Strategy and Action Plan are available at bustransformationproject.com

WMATA Safety and Operations Committee 12/12/2019

TPB Tech Committee 12/6/2019

TPB 12/18/2019

City of Alexandria Transportation Commission 1/15/2020

WMATA Board 1/16/2020

NVTC MAC 1/21/2020

City of Falls Church City Council 1/27/2020

City of Fairfax City Council 2/4/2020

Prince George’s County Council 2/6/2020

Montgomery County Transportation and Environment Committee 2/6/2020

Arlington County Transportation Commission 2/6/2020

Fairfax County Transportation Committee Supervisor 2/14/2020

District of Columbia Council Member Briefings 2/20/20203/2/2020

NVTC 3/5/2020

VDOT and DRPT 3/5/2020

Loudoun County Board TBD

WSTC Board Briefed elsewhere

Fairfax County Transportation Committee 5/12/2020

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Actions where Commuter Connections can Lead and Support


Lead• Expand marketing efforts to enhance visibility of

bus options and benefits (L)

• Incentivize more employers to offer transit benefits (Q)

Support• Support regional congestion mitigation efforts

that bolster bus priority and move more people more efficiently (I)

• Ensure that accurate, real-time information is available for Circulator services (J)

• Make bus service easy to understand with legible maps and customer-friendly routes names across providers (K)

• Implement low income fare products for District residents (N)

• Create a mobile solution to plan and pay for trips in one place (O)

• Develop regional passes that work across all providers and make bus fares clear and understandable (P)

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Appendix - Bus Provider and Agency Progress to Date on Recommendations


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Establish regional standards

Collect and share standardized bus operations and performance data

Collaboratively restructure the region’s bus network

Cooperatively assess Metrobus’ current service definitions and funding allocation

Leverage existing efforts by transit providers to operate flexible on-demand services

A

B

C

D

E

WMATA developed service guidelines (2015) with the region, but not Board adopted. Other agencies have standards and/or performance metrics

AVL and APCs on most buses in region; Level and sophistication of data cleaning and analysis varies

Nothing has been done at a full regional level. VA agencies have and will continue to review entire network (by jurisdiction) through required TDP and TSP process. DC local bus study completed in 2014; Circulator TDP updated in 2017. Prince George's Transit Vision Plan

Progress made through first part of Bus Transformation Project

Montgomery County and DDOT have pilot programs. Other jurisdictions have studied it or are currently studying it. Prince George's has limited call-a-ride services open to all

Provide frequent and convenient bus service1 Survey Findings: Progress to Date

No survey question

VA DC MD

BusTransformationProject.comNote: Checkmarks indicate some level of progress, not necessarily completion. Progress-to-date information is current as of October 2019. Refer to the full Action Plan for more details.

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No commitments exist to expedite bus priority measures. Implementation decisions implemented on a case by case basis. 2015 Metrobus service standards included priority. DDOT has made H&I Street bus lanes permanent, Arlington/Alexandria have Metroway, Fairfax Co and Montgomery working on several corridors

Traffic Incident Management Enhancement Taskforce (TIME) as part of TPB/COG. MCDOT, DDOT, VDOT, all expressed support for this. Plus "general agreement that it's good to pursue." TPB Bus Lane Enforcement Study from 2017. Varying implementations of automated enforcement allowed in different jurisdictions

No progress to date

Some work being done, e.g. DDOT study in FY20 budget. VDOT has congestion pricing on Express Lanes. MD is considering managed lanes

Survey Findings: Progress to Date

Obtain commitments from state and local agencies (including roadway owners) to expedite bus priority

Implement enforcement policies that establish bus priority

Establish a capital program at WMATA that supports accelerated implementation

Support regional congestion mitigation efforts that bolster bus priority

F

H

I

Give buses priority on roadways2 VA DC MD

No survey question


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All agencies report progress but not completely implemented at this time.

Other than the WMATA-published map, there are no system-wide maps. Have not started route renumbering

Bus marketing is thus far piecemeal on individual services - MD 355 Ride On 101, DC Circulator, etc.


Equip riders with high-quality, accurate, and easily accessible informationJ: Real-time service information for all providers available in one place

K: Legible maps and customer-friendly route names across providers

L: Expand marketing efforts to enhance visibility of bus

Make paying bus fares easier.M: Provide full transfer discount between bus and rail

N: Provide reduced fare options for low-income riders

O: Create a mobile solution to plan and pay for trips in one place

P: Develop regional passes that work across all providers, and make bus fares clear and understandable

Q: Incentivize more employers to offer transit benefits

Create an excellent customer experience3

WMATA proposed as part of FY21 operating budget

Various subsidy programs in multiple jurisdictions, and some free fares (e.g., CUE). DC/WMATA planning pilot

WMATA is working on a mobile payment solution

WMATA has added Metrobus to its monthly unlimited rail pass. Most bus operators in the region already accept the WMATA Weekly Unlimited Bus Pass

Many jurisdictions already have programs: Arlington, Fairfax, Alexandria, DC, and parts of Montgomery

VA DC MD

No survey question


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VDOT, WMATA, Fairfax County already have guidelines. City of Fairfax is in the process of developing. Alexandria and Prince George's use WMATA's standards

All agencies have passenger and driver safety features, and are planning for improvements

All providers include customer service in operator training efforts, although some are provided by the contractor. Alexandria and FCDOT have incentive programs

Operators have individual standards

Survey Findings: Progress to Date Create an excellent customer experience3

Five agencies currently doing or moving toward electric bus procurement (WMATA, Circulator, Ride On, DASH, The Bus) with expected implementation around 2021. VDOT and DRPT are also moving forward with EV buses. AV shuttles being tested in VA

TPB Regional Public Transportation Subcommittee and WMATA JCC are two existing forums for ad-hoc information sharing

Make it safer and more pleasant to ride the bus.R: Make bus stops and shelters safe, comfortable, accessible, and technology-enabled

S: Advance technology and programs that improve the safety of everyone, partnering with riders, bus operators, and unions

T: Empower front-line staff to provide exceptional customer service

U: Ensure that all buses meet the highest standards of comfort and cleanliness

Pursue innovation and bus improvement.V: Advance new vehicle technologies to improve bus' environmental footprint and efficiency

W: Establish a Regional Mobility Innovation Lab to systematically share knowledge and accelerate improvements

No survey question

VA DC MD

No survey question


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No agencies have committed to date; revisit the structure and timing of this recommendation

Bus performance scorecard - some start from CSG report (just Metrobus in DC). Performance metrics are published by DASH, Metrobus, City of Fairfax, Fairfax County, MCDOT. DRPT and NVTC collect and publish performance metrics for all agencies

RACs exists at WMATA and Prince George's County. DASH is forming advisory committees. Other agencies have ways for riders to provide feedback on service


Convene a Task Force to oversee implementation of the Strategy and provide long-term leadership for the regional bus system with membership

Annual progress report on Bus Transformation Strategy implementation and a busperformance scorecard

Develop a platform for rider feedback, administered by the Task Force, and an ongoing mechanism for incorporating feedback

X

Y

Z

Empower a publicly appointed Task Force to transform bus4 VA DC MD

No survey question


bus transformation project · • 14 wmata leadership team meetings* • 285 social media posting...

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